Operations Management Engr. Augusto Arguelles. Quirino Memorial Medical Center Obstetrics Out-Patient Department June 13-July 4, 2011 Tanbonliong , Beatrix Hannah Chua Parco, Matthew David Sun. Waiting Line Analyses. Waiting Line Analyses.
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Operations ManagementEngr. Augusto Arguelles
Quirino Memorial Medical Center
Obstetrics Out-Patient Department
June 13-July 4, 2011
Tanbonliong, Beatrix Hannah Chua
Parco, Matthew David Sun
Waiting Line Analyses
Waiting Line Analyses
Arrivals in the OB-OPD happens in an entirely randomized fashion.
The average number of patients arriving inside the OB-OPD facility for History taking is approx. 8 patients in one hour (l), while the service rate is 12 patients in one hour () and the number of Junior Interns simultaneously serving is about six (M).
System utilization is about 0.11, using p= l/M.
Average number of customers (r)being served is 0.67 in one hour, using l/m.
The averagenumber of customers in the line waiting for service is 1.33.
The average number of customers in the system is 2, using Ls = Lq + r.
The average time customers spend waiting in line is Wq=Lq/l, is 0.16 hour, or 9 minutes.
The average time customers are in the system is 0.24 hour, or 14.6 minutes.
Each employee has their own job and work schedule to follow so as to move the patients within the triage.
All objectives are based on seeing the most number of patients in the shortest possible time.
The oldest resident on duty is usually the head and makes the decisions for the difficult patient cases, has full authority and everyone is required to report to her, thus, making the decision-making process faster.
Employees are limited to their field, no room for promotional success and employees are likely to be doing the same thing they have been doing since the first day of their job.
Whenever a phase of the project is absent/lacking, the whole organization will be deemed insufficient.
Work Breakdown Structure
Nursing Department - to identify and encode patients, retrieve records and take their vital signs
Junior Medical Interns - interview the patients for their relevant clinical history, advise prenatal health and write requests for the diagnostic tests that they might need
OB Residents - consult the patients based on both their given history and physical examination.
Characteristics of Service Personnel
Operation Time = Setup Time + Run Time ( 10 = 3 + 7)
Patients start queuing from 5:30 onward outside. They first enlist themselves in the encoder section of the OPD and are given a “green card”, with which they are entitled to enlist to the specific specialty (e.g., OB-OPD). The OIC (e.g., Ma’am Angie) takes the blood pressure and other vital signs of the patients. They then wait for a THIRD time until their names are called by the Clinical Clerk (a.k.a. Junior Intern). THE OPERATION TIME OF THE OPD, HOWEVER, IS FROM 7:00-9:00 (SETUP TIME) and 9:00-4:00 (RUN TIME), and a second SETUP TIME from 4:00-5:00 for the Daily Census.
Throughput Time = average of 1 hour.
Cycle Time for History Taking = average of 30 minutes.
Cycle Time for Physical Examination = average of 5 minutes.
Value-added Time = 7.5 hours
The time in which useful work is actually done, which is 9:00-12:30 and
1:00-4:00 in QMMC,
Velocity = TT/VAT = 0.13
Throughput Rate= 1/Cycle Time = 1.71
Efficiency = Actual output/Standard output = 1
The OB residents see at least 15 patients per hour, compared to OB doctors,
who can finish seeing roughly the same number of patients per hour.
Process Analysis of Px Flow in OB-OPD
Increase the number of OB residents to cope with the (extremely) large volume of patients.
Increase the number of Nurse OICs.
There are same periods where there are virtually no patients, only to find out that the Nurse OIC taking their BPs serve as the “bottleneck”.
3. Increase work area to accommodate more beds for the physical examination.
4. Train the encoder to separate the true Emergency Cases (refer them immediately to OB-ER) from those who are just seeking check-up.